249Creating the Right Development ExperiencesExec.docx

249
Creating the Right
Development Experiences
Executing business strategies requires having the right people
doing the right things in the right way. Maintaining business
exe-
cution over time requires developing employees to meet
changing
business demands. This chapter discusses concepts associated
with
employee development. Emphasis is placed on integrating
develop-
ment methods to maximize business impact and addressing
process
design and organizational issues that often limit the
effectiveness of
development methods.
The term development refers to processes designed to build the
capabilities
of employees and leaders within the organization. It is a result
of giving people
experiences that enable them to acquire new skills, knowledge,
and insights. It
also involves providing tools that help people maximize the
learning obtained
from these experiences, as well as putting people in roles that
expose them to
novel tasks and environments, establishing relationships that

support learning
and development, and providing training and development
resources to acquire
job-relevant knowledge, skills, and capabilities. Development is
also about trans-
fer of training to help people use skills acquired in one setting
to address busi-
ness challenges encountered in a different setting.
Development is arguably the most complicated area of strategic
HR. First,
there are many ways to influence learning. Designing effective
development
S E V E N
c h a p t e r
Hunt, Steven T.. Common Sense Talent Management : Using
Strategic Human Resources to Improve Company Performance,
Center for Creative
Leadership, 2014. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/ashford-
ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-07 03:29:34.
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Commonsense Talent Management250
programs requires coordinating multiple talent activities toward
a common
goal. Second, development requires changing who employees
are in terms of
their skills, knowledge, and self-insights. Most strategic HR
processes use com-
munication and motivation to influence employee behavior. In
contrast, most
development methods are used to change the employee
attributes that underlie
different job behaviors (see figure 7.1). Changing people’s
underlying capabilities
by giving them new experiences, awareness, and knowledge
tends to be far more
difficult than changing their behaviors through giving them
direction, rewards,
and feedback. It can be likened to the difference between asking
someone to read
a document versus actually teaching this person how to read.
This chapter discusses several methods of development and
emphasizes the
importance of integrating them into a single development
program. Section 7.1
describes the four basic components of a development process.
Section 7.2 pro-

vides an overview of six major development methods. Section
7.3 discusses the
value of building integrated development programs and suggests
ways to do this.
One of the reasons many development programs struggle is that
they focus too
much on individual development methods by themselves and not
enough on
using multiple methods in a coordinated fashion (see the
discussion: “The 360
Survey Fad: A Lesson in Misguided Development”). Section 7.4
reviews seven
critical questions for designing and implementing integrated
development pro-
grams. Section 7.5 describes five levels of development process
maturity and dis-
cusses methods for achieving each level.
Figure 7.1
How Development Works
• Succession Management
• Career Planning
• Social Learning
• Assessment Measures
• Training Management
• Transition Management
• Knowledge and Skills
• Aptitudes and Abilities
• Motives and Interests
Development Methods:
Using roles, relationships
and resources

Learning Objectives:
To change employee
attributes
Development Requirements:
So employees can fulfill job
demands
• Job Qualifications
• Competencies and
Behaviors
• Goals and
Accomplishments
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Creating the Right Development Experiences 251
T H E 3 6 0 S U R V E Y F A D : A L E S S O N I N
M I S G U I D E D D E V E L O P M E N T
Companies often implement development methods like training,
360 sur-
veys, or succession management without fully defining how
these methods
will affect business needs or integrate with other strategic HR
processes.
What often happens in these situations is that a good
development
method fails because it is not targeting learning objectives that
really mat-
ter for the company’s strategy. The 360 survey fad that began in
the late
1990s is an excellent example of this happening on a
widespread basis.
These surveys are assessment measures that ask an employee’s
man-
ager, peers, and direct reports to provide ratings on the
employee’s

strengths and weaknesses. These surveys are used to provide
employees
with in-depth feedback to guide self-development. They were
considered
something of a major innovation when they were developed, and
many
HR departments and their consulting partners touted them as a
key tool
for developing employee performance. In a relatively short
amount of
time, 360 surveys were being used across a wide range of
companies.
Problems started to emerge as more and more companies rushed
to take
advantage of these surveys. Although they can be an effective
develop-
ment method in some situations, they do not work equally well
all the time.
And several studies were published showing that they can
actually decrease
performance if they are deployed in the wrong setting or using
the wrong
process.a This awakened people to the fact that 360 surveys
were not the

developmental silver bullet that many had hoped they would be.
The lesson to be learned from the 360 survey fad is that no
develop-
ment method is effective all the time. These surveys can be very
effec-
tive in some settings but not in others.
It is costly and potentially detrimental to implement
development
methods that are not well aligned with the company’s business
needs.
Development strategies should never start with the question,
“How can
we use this development method?” They should start with this
question
instead: “What are our business needs, and what learning
objectives
do we need to achieve to address them?” Only after this is
answered
should companies begin to consider what development methods
to use.
aToegel, G., & Conger, J. A. (2003). 360 degree assessment:
Time for reinvention. Academy of
Management Learning and Education, 2, 297–311.

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7.1 THE BASIC COMPONENTS OF A
DEVELOPMENT PROCESS
The discussion in this chapter is built around understanding four
basic compo-
nents of development and how they interrelate: talent
requirements, learning
objectives, development methods, and development programs.

• Talent requirements: The term talent requirements is used
to describe things
employees in the workforce must be able to do in the future that
they may not
be able to do now. Most business strategies require employees
to do things in
the future that they have not done in the past such as performing
current tasks
more effectively and building qualifications to take on new
roles and respon-
sibilities. The purpose of development is ultimately to address
talent require-
ments. Talent requirements can be tied to specific operational
needs like “train
sales employees so they can demo the new mobile product
application,” or they
can reflect more general workforce capabilities like “maintain a
steady supply
of internal talent available to staff all of our global leadership
positions.”
• Learning objectives: Learning objectives describe the
attributes employ-
ees must develop to meet talent requirements. They define
specific types of
knowledge, skills, aptitudes, abilities, motives, and interests
that influence
employee performance now and in the future. Development is
used to help
employees achieve learning objectives that support the
company’s talent
requirements. Like talent requirements, learning objectives can
be specific
or more general—for example, “ensure employees know how to
install the

mobile product application onto their smart phones” or “educate
leaders on
methods for managing a virtual workforce.” Learning objectives
define what
capabilities employees need to develop. Talent requirements
define why they
need these capabilities.
• Development methods. Development methods are used to
achieve learning
objectives. There are six primary categories of development
methods: suc-
cession management, career planning, training resources, social
learning,
assessment measures, and transition management (see table 7.1).
All develop-
ment methods use a combination of three basic techniques to
build employee
capabilities: giving people roles that expose them to learning
experiences,
creating relationships that help employees learn from others,
and providing
resources that support the learning of new skills, knowledge
acquisition, and
self-insights.
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(Continued )
Method Purpose and
Characteristics
Primary Talent
Requirements Addressed
Succession
management
To identify and develop
talent to fill key posi-
tions in an organization.
Includes nine box talent
reviews, job rotation
programs, high-poten-

tial identification, and
leadership development
programs.*
Helps ensure a steady
supply of high-performing
talent in critical roles
Engage, retain, and use
high-potential employees
Career planning To help employees build
their capabilities and
achieve their career goals.
Includes career devel-
opment plans, career
paths, and career interest
inventories.
Engage, retain, and
develop employees who
are seeking to build a
career
Training resources To provide employees
with specific knowl-
edge, training, and skills
needed to perform their
current roles or prepare
for future roles. Includes
online and classroom
training.
Provides employees with
access to knowledge
needed to perform current

roles or move into future
roles
Social learning To provide employees
with guidance on how
to advance their careers
and build relationships
to increase engagement
and knowledge sharing.
Includes formal and infor-
mal career coaches, men-
tors, and online learning
communities.
Provides employees with
knowledge and relation-
ships that help them
advance their career
Emphasis on learning
through relationships,
which increases employee
retention
Table 7.1
Common Development Methods
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Method Purpose and
Characteristics
Primary Talent
Requirements Addressed
Assessment
measures
To provide employees
with insight into per-
formance strengths and
development oppor-
tunities. Includes 360
surveys and psychometric
measures of work style,

personality, and motives.
Increases employees’ self-
awareness and under-
standing of strengths and
limitations
Focuses development
energy on things that mat-
ter the most
Transition
management
To help employees adapt
and rapidly reach full pro-
ductivity in new positions.
Focuses on technical
training as well as meth-
ods to socialize people
into new companies or
groups.
Helps employees to reach
full productivity in new
roles while decreasing the
risk of turnover in new
staff
*Nine box talent reviews are a method commonly used in
succession management to evaluate employ-
ees based on their performance and potential. A nine box is a
three-by-three grid where one axis is
used to categorize employees according to three levels of
performance and the other axis is used to
categorize employees based on three levels of potential.

• Development programs. A development program is a
process for leveraging
one or more development methods in combination with other
talent man-
agement activities to achieve learning objectives that address a
specific set
of talent requirements. Companies typically implement
development meth-
ods in combination with other activities to form integrated
development
programs.
An example illustrates how these four components come
together to create
an integrated development process. When a utility company
realized that over
25 percent of its skilled power line workers were eligible for
retirement, it iden-
tified a “talent requirement” to hire and develop internal talent
to fill these roles
within the next five years. To fill these roles, employees had to
achieve the learning
objectives of mastering technical skills needed to work the
lines, as well as gain
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experience working on the line in specific types of challenging
environments (e.g.,
during storms or large-scale power outages). The company
designed a develop-
ment program that integrated four development methods:
succession manage-
ment to identify high-potential employees and determine who
could move into
specific roles over the next three to five years, career planning
to help high-poten-
tial employees map out the actions and experiences they needed
to be qualified
for more specialized jobs working on the line, training
resources to teach special-
ized technical skills to high-potential employees so they could
perform critical job
tasks, and social learning to build mentoring relationships

between high-potential
employees and highly experienced employees currently working
on the line.
Before you can create an effective development program, you
need to clearly
define the talent requirements the program will address,
determine the learning
objectives the program must support to meet those
requirements, and identify
what development methods make the most sense given the
program’s learning
objectives. Too often companies start with looking at
development methods first
and then try to show how these methods address talent
requirements. This is
akin to picking a solution first and then trying to find a problem
that matches it.
Remember that many business leaders don’t care a lot about
development meth-
ods, but all business leaders care about addressing talent
requirements that have
a direct impact on business performance. Start where their
interest lies.
7.2 THE SIX PRIMARY DEVELOPMENT METHODS
Table 7.1 summarizes the six methods commonly used to
support employee
development: succession management, career planning, training
resources,
social learning, assessment measures, and transition
management. The names
used for these categories highlight what is unique about each
method in terms of
its focus and design.1

Succession management methods are used to ensure a steady
supply of quali-
fied talent for critical job roles. Historically succession
management focused on
figuring out who would replace top executives. Organizations
now use succes-
sion management for roles across the company, including key
individual con-
tributor positions. Succession management in some companies
extends all the
way to frontline employees. Many tools have been created
specifically to sup-
port succession management (e.g., nine box talent reviews), but
much of succes-
sion management is actually about coordinating other talent
processes such as
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workforce planning, staffing, and career planning to forecast,
identify, develop,
and place talent in critical positions.
Career planning methods help employees define strategies to
achieve their
career goals. Career planning focuses on acquiring skills and
building compe-
tencies to take on new roles and responsibilities and improve
effectiveness in
current roles. Career planning can be thought of as the flip side
of succession
management. Succession management takes a top-down
organization-based
approach to ensure a supply of talent for future business
demands. In contrast,
career planning uses a bottom-up employee-based approach to
build individual
skills to meet requirements for future jobs or job assignments.
Training resources are structured classes, workshops, webinars,
books, and
other resources used to provide employees with specific
knowledge, skills, and
insights. Training resources are often deployed using learning
management sys-

tems (LMS), which are technology platforms that coordinate,
deliver, and man-
age costs associated with providing training resources to a
company’s workforce.
Training resources can be delivered in person, online, or
through books or other
materials. They are typically used to help employees more
effectively perform
their current jobs and achieve their future career goals. Training
resources are also
used to comply with regulations that ensure employees are
qualified to perform
specific tasks or understand key job policies. Training resources
tend to fall into
two categories: formally developed activities created and
delivered by professional
instructional designers and educators, and informally developed
activities built
and delivered by employees themselves (e.g., employee-created
training videos).
Social learning methods create personal relationships that
support employee
development. These methods emphasize development through
social interac-
tion. Social learning methods tend to fall into two categories:
methods focused
on creating one-to-one development, such as mentoring and
coaching relation-
ships, and methods focused on creating learning communities
such as online
groups where employees with common development goals can
share questions,
ideas, and suggestions.
Assessment measures are structured tools used to evaluate

employee attributes
and increase awareness of performance strengths,
developmental opportunities, and
underlying work tendencies and motives. They tend to fall into
three categories:
• 360 surveys, where an employee’s coworkers respond to
structured questions
about the employee’s behavior and developmental needs
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• Personality questionnaires, simulation exercises, and other
structured tools
that measure underlying work style, decision-making abilities,
and career
interests
• Tests where employees must answer questions or perform
tasks that demon-
strate proficiency with regard to specific knowledge and skills
Transition management methods focus on helping employees
assimilate
to new jobs and work environments. The methods tend to fall
into two cat-
egories: onboarding programs that help newly hired employees
adjust to their
roles within the organization and role transition programs to
support internal
job transfers within a company, such as moving from an
individual contributor
to a managerial position. Most transition management methods
focus on pro-
viding administrative information that people need to perform
their jobs (e.g.,
instructions on how to fill out expense reports), training on job-
relevant skills
(e.g., product training for new salespeople), and socialization
activities designed
to help people adjust to the company and culture (e.g.,
establishing “new hire
buddies” who help new employees adjust to the organization).
Companies often treat these methods as individual activities

rather than differ-
ent parts of a single development program. Similarly, many HR
professionals will
specialize in one or two of these methods without recognizing
how the methods
they support can and should integrate with other methods. The
result is that com-
panies often fail to realize the value that comes from
approaching all six methods
as parts of a single integrated process for developing workforce
capabilities.
7.3 APPROACHING DEVELOPMENT PROGRAMS FROM
AN INTEGRATED PERSPECTIVE
Creating an integrated development program requires aligning
different devel-
opment methods so they support one another in a coherent
fashion. For exam-
ple, succession management methods often use assessment
measures to identify
leadership potential, training resources to develop leadership
skills, and social
learning to establish high-potential mentorships and learning
communities. It
makes sense to think of succession management, assessment
measures, training
resources, and social learning as all being components of a
single development
program. Yet companies do not always think of development
this way.
One of the reasons for poorly integrated development programs
is a ten-
dency for companies to treat the six methods listed in table 7.1
as separate

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programs managed by separate groups. For example, training
resources, suc-
cession management, and career planning are often administered
by different
groups within a company. The problem becomes worse when
each group uses
its own set of tools and technology without planning how to

share data and
information with the others. Different development groups may
even compete
against one another for resources rather than collaborating to
build integrated
development programs. It sometimes feels as if the only things
integrating dif-
ferent development methods in these companies are the
employees who have
to use them.
One can argue that companies need separate departments for
these meth-
ods since each one requires attending to a variety of unique
details and logis-
tics. This may be true, but these methods are still fundamentally
tied together by
a common focus on building employee capabilities. They work
best when they
are coordinated with each other. The best way to create
integrated development
programs is to treat all development methods as aspects of the
same overall
function. People charged with designing and supporting
different development
methods should be encouraged to work together, leverage
common technologies
and models, and create direct links between each other’s
processes.
It is also common for the six development methods described in
table 7.1
to be deployed as separate activities rather than presenting them
as integrated
programs. Organizations frequently emphasize going live with
individual devel-

opment methods in as a short a time as possible rather than
taking time to coor-
dinate multiple development methods into a single program.
Implementing
development methods in isolation can be easier than deploying
an integrated
development program. Although there is value in getting
development meth-
ods up and running quickly, failure to tie development methods
together can
result in a poor use of resources. Even worse, it can lead to
abandoning develop-
ment methods because they cannot be sustained as isolated
activities. The his-
tory of human resources is littered with defunct development
methods that were
launched with great fanfare, only to be dropped because they
were never effec-
tively linked into the broader talent management strategy.
Understanding common threads and interdependencies across
development
methods allows companies to leverage development resources
for multiple pur-
poses and avoid duplication of effort. Creating integrated
development programs
also allows managers and employees to experience development
as a coherent
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sequence of steps rather than a disjointed series of events. It
also decreases the
risk of creating development methods that conflict with one
another, such as
encouraging employees to pursue career plans that do not align
with the com-
pany’s succession management needs.
Adopting the following perspectives helps to ensure that
development pro-
grams are designed with integration in mind:
• All development methods should leverage other
development methods.

• All development is based on roles, relationships, and
resources, and the
most effective development programs use methods cutting
across these three
areas.
• Development is most effective when it is integrated into
ongoing business
operations.
7.3.1 All Development Methods Should Leverage Other
Development Methods
Figure 7.2 illustrates some ways the six primary development
methods inter-
relate. Every development method provides information or tools
that can be
used to support each of the other five methods. For example,
succession man-
agement influences the kinds of career planning that should be
encouraged
among employees. Employees’ career plans affect the types of
training resources
and social learning the company will want to support. A
company’s training
resources and social learning methods will influence how it
designs and uses
assessment measures. No development method should be
approached in isola-
tion. How you design and use one method should influence and
be influenced
by how you use the other methods.
In addition, do not assume that one type of development method
is inher-
ently more valuable or important than another. The method that

is most impor-
tant depends on the circumstance. A company may allocate
more money to
support training resources than to support succession
management, but that
does not mean training is always more critical to business
success than succes-
sion. The value of development methods depends on the talent
requirements
facing the organization.
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Leadership, 2014. ProQuest Ebook Central, …
59
Right People
Designing Recruiting and
Staffing Processes
Running a successful business depends on having the right peo-
ple in the right roles to effectively execute its strategies. The
most important decision a company makes about its employees
is
to hire them. Every other action made about employees is a
direct
result of that initial decision to bring them into the
organization.
Despite the strategic importance of hiring, many companies
have treated

recruiting as a largely administrative process.1 Rather than
focusing on the busi-
ness value associated with hiring, recruiters often focus on
increasing the num-
ber of job requisitions processed, with little emphasis on how
the newly hired
people perform after they join the company. As one person put
it, “HR depart-
ments that focus on number of hires instead of quality of hires
might as well
measure effectiveness by the kilos of people they’ve employed.”
Fortunately, the
growing influence of strategic HR is steadily changing the focus
from quantity to
quality of hiring. This is the result of several factors:
• Scarcity of skilled talent. Experienced recruiters know
there is always a lim-
ited supply of qualified high performers available to fill skilled
jobs at the sal-
ary companies want to pay them. This skill shortage is growing
due to the
increasing complexity of jobs, decreasing birth rates in many
countries, and
more intensive competition for talent around the globe.2 Do not
be fooled by
overall unemployment statistics. There may be more people
available in the
F O U R
c h a p t e r
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job market in general, but that does not mean they are people
who have the
skills and competencies needed to support your company’s
strategies.
• Cost of labor. As the supply of skilled labor decreases, its
cost increases.
Companies cannot afford to make hiring mistakes given how
much it costs to
bring people into the organization. There is also the insidious
problem of hir-

ing marginal performers and having them stay. In many
countries, it is both
difficult and costly to fire someone for underperformance.
• Importance of human capital. The past thirty years have
seen a steady shift
from a resource-based to a knowledge- and service-based
economy. In today’s
market, competitive advantage depends less on what companies
own and more
on whom they employ. Your company’s ability to hire skilled,
high-performing
employees simultaneously supports the goals of your business
while depriving
your competitors of the talent they may need to compete against
you.
Recruiting was once seen as a back-office function that was
often outsourced
as a commodity service. It is now becoming a key differentiator
in the emerging
war for talent. Winning this war requires rethinking key
questions around what
makes a good recruiting process.
This chapter is organized into three sections. Section 4.1
discusses fundamen-
tal changes in how companies are thinking about recruiting and
the growing
emphasis on creating more collaborative, quality-focused
recruiting processes
that balance hiring quality with hiring efficiency. Section 4.2
discusses nine key
questions to ask when designing a recruiting process. There is
no one best way to
do recruiting, but the best recruiting processes all address these

questions thor-
oughly. Section 4.3 discusses different levels of recruiting
process maturity that
can be used to guide the creation of a long-term road map for
achieving recruit-
ing excellence.
4.1 RECRUITING TO SUPPORT BUSINESS EXECUTION
From a strategic perspective, the goal of recruiting is not simply
to hire people
into the organization. Rather, it is to efficiently place and retain
the right people in
the right roles to effectively support the company’s business
strategies. This
is a significant change from how some recruiting departments
traditionally
viewed their role (see the discussion: “From Processing
Candidates to Hiring
Performers: The Changing Role of Recruiting”). Organizations
that approach
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Right People 61
recruiting with a strategic mindset are distinguished by the
emphasis they place
on five key topics: quality of hire, quality of sourcing,
networking and relation-
ships, hiring manager involvement, and integrated talent
management.
F R O M P R O C E S S I N G C A N D I D A T E S T O
H I R I N G P E R F O R M E R S : T H E C H A N G I N G
R O L E O F R E C R U I T I N G
The past thirty years have seen significant changes in the field
of
recruiting. Prior to the advent of the Internet, much of what
recruit-
ers did was associated with the basic identification and
processing of
candidates. Recruiting tended to be an administrative function
focused

on placing want ads, processing and sorting job applications,
and set-
ting up candidate interviews. Some companies also tasked
recruiters
with handling the paperwork for new employees. The Internet
freed
recruiting departments from much of this administrative burden
and
allowed them to streamline the recruiting function significantly.
But
recruiting still tended to be judged on process metrics such as
time to
fill and number of people hired. Staffing departments were
rarely held
accountable for the performance of new employees. Nor were
they
expected to challenge managers on whether it made more sense
to fill
positions internally or externally.
The growing importance of strategic HR is shifting recruiting
from a
focus on hiring efficiency to a focus on staffing effectiveness.
Recruiting

departments are still held accountable for efficiently processing
and
rapidly placing candidates. But the difference between
administra-
tive recruiting departments and strategic ones lies in the ability
to fill
positions with the best-performing candidates at the lowest cost.
This
requires recruiters to collaborate with hiring managers to ensure
they
accurately define job requirements, tapping into the social
networks of
hiring managers and other employees to find the best
candidates, using
rigorous candidate selection methods that validly predict future
job
performance, and extending recruiting beyond the hiring
decision to
accelerate and track job performance after employees have been
hired.
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4.1.1 Quality of Hiring Decisions
Even slight improvements in the quality of hiring can have a
massive finan-
cial impact on organizational performance.3 For example, by
changing its hir-
ing methods, a call center company was able to increase
retention of call center
agents by about one week. This may not seem like a lot, but
given the costs of
hiring and the fact that the company hired more than one
thousand agents every
year, this small increase in retention added up to millions of

dollars in savings.
Quality of hiring can also make or break companies when it
comes to staffing
critical leadership and technical positions. For example,
consider the financial
benefits associated with hiring the right merchandise buyers in a
retail company
or the costs associated with putting the wrong person in charge
of quality con-
trol in a manufacturing plant.
Strategic HR organizations know the value of the quality of
hiring and con-
stantly emphasize it to line-of-business leaders (see “Getting
Hiring Managers to
Take Recruiting Seriously”). They review every step in the
recruiting process
based on how it will affect the company’s ability to attract and
select the best per-
formers. Recruiters are evaluated not just on time to fill
positions but on the
performance and retention of employees they help bring into
the company. A
quick way to assess whether an organization has a mind-set
based on quality of
hiring is to ask recruiters, “How do you know if you effectively
filled a position?”
A quality-oriented recruiter will focus on measuring how
candidates perform
after they are hired and will not simply review metrics related
to sourcing and
screening candidates.
G E T T I N G H I R I N G M A N A G E R S T O T A K E
R E C R U I T I N G S E R I O U S L Y

You might think that hiring managers would be obsessive about
hiring
the best employees possible. After all, they are the ones who
directly
benefit or suffer from a good- or bad-quality hiring decision.
However,
this is not always true. Many managers only think about
recruiting
when they have open positions on their teams. And when this
happens,
they often think about filling the position as fast as possible
without
thinking too much about whether the person they are hiring is
truly the
best candidate available. In essence, they view recruiting more
as an
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Right People 63
operational inconvenience than as a valuable opportunity to
improve
the quality of the people on their teams. These managers often
resist
investing more time than is absolutely necessary to define job
require-
ments, source and select candidates, and onboard new
employees.
The best way to shift hiring managers’ mind-sets toward
recruiting is
to make sure they are fully aware of the costs and benefits
associated
with hiring decisions. Before beginning the recruiting process,

ask man-
agers these questions:
• What is the minimum financial impact this
position will have on
your department and the company overall? The typical
assumption
is that employees will contribute revenue to the company that is
at
least equal to twice their cost in salary and benefits. In other
words,
we pay people with the assumption that the value they provide
to
the company is greater than what we pay them. So how much is
this
position worth? Remember to take into account that we
probably
expect this person to stay in this position for at least a few
years so
his or her annual financial contributions will be multiplied by
his or
her expected tenure.
• What is the maximum financial impact of
this position if we hire a

top performer? Studies show that top-performing employees
often
generate three or more times the revenue of average performers.
How much financial value would come from hiring the
absolutely
best candidate into this role?
• What is the cost of poor performance?
People sometimes say
employees are our most valuable assets, but employees who
perform
poorly can be an expensive liability. How much damage could
realis-
tically be caused by making a poor hiring decision?
• Taking all this into account, how much
financial value is associated
with this hiring decision? What is the difference in the
value of
a good decision versus the cost of a poor one? To put this in
per-
spective, think about the last time you invested this much
money
to purchase equipment, acquire materials, or enter into a service
contract agreement with a vendor. How much time did you

spend
defining the specifications for this investment, reviewing
proposals,
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4.1.2 Quality of Sourcing
The quality of the people you hire for a job is constrained by

the quality of
who applies. The field of candidate sourcing has been radically
changed by the
Internet. Companies can now easily and quickly source
candidates from hun-
dreds of online job sites and social networking systems.
Companies with inte-
grated strategic HR technology systems can also source internal
candidates by
scanning databases of current employees. This ready access to
so many candi-
dates is a mixed blessing, however. On the positive side,
companies can find
qualified candidates for jobs regardless of where they are
located around the
globe. On the negative side, companies can be inundated with
thousands of
applications from unqualified candidates.
Sourcing is much less about the number of candidates and much
more about
their quality. Sourcing has become so important that there is
now a specialized field
of recruiting marketing that uses sophisticated web tools to
attract candidates and
rapidly sort through applicants and workforce data to find
sources that yield the
best candidates with the least cost. The specialized technology
and workforce ana-
lytics applications associated with recruiting marketing enable
companies to find,
attract, and engage high-quality candidates with the minimal
investment possible.
4.1.3 Relationships and Networking
Recruiters use a variety of methods for finding job candidates,

but often they
find the best-quality candidates through networking.
Networking is particularly
and making the purchasing decision? Doesn’t it make sense to
spend
an equal amount of time on the recruiting process to ensure you
hire the best employee possible?
I have had this sort of discussion with many line-of-business
leaders.
Almost every conversation ended with leaders expressing a
sense of sur-
prise and appreciation about the importance of hiring the best
people
possible. The exceptions were leaders who already understood
that one
of the most important business decisions they ever made was
deciding
who to bring onto their teams. In either case, the result is
greater will-
ingness to collaborate with HR departments to build and deploy
more
effective recruiting processes.

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Right People 65
valuable when hiring for positions that require specialized
experience. These
positions tend to be filled by people who have extensive
networks of professional
colleagues. As one recruiter explained, “When hiring for a
skilled position, the
ideal candidate is probably a person whom either the hiring
manager or one of

the manager’s colleagues already knows. Hiring managers are
rarely more than
two degrees of separation from the best candidate.”
Networking is effective for several reasons. First, managers and
employees
are likely to recommend better-quality candidates since they
don’t want to work
with people whom they view as incompetent or unmotivated.
Second, the best
candidates tend to be currently employed elsewhere. These so-
called passive
candidates already have jobs and may not take notice of job
postings, but they
may respond to an inquiry about a job opportunity from
someone they know.
A third benefit of networking is that it does not cost a lot of
money, unlike job
postings, which can be associated with hefty fees.
Strategic HR organizations embrace networking for finding and
attracting
the best candidates. They invest in tools to help recruiters build
and maintain
pools of qualified candidates they can leverage for future
hiring. They instruct
recruiters on how to leverage the networks of line-of-business
managers and
employees. They also provide employees with tools and rewards
that encourage
everyone in the organization to play a part in finding high-
quality talent. This
includes making use of internal and external social networking
technology and
sites—for example, providing employees with tools that allow
them to share job

openings with people they may know through public social
networking sites
such as Facebook or LinkedIn.
4.1.4 Hiring Manager Involvement
A common problem in recruiting is a tendency for hiring
managers to distance
themselves from the actual recruiting process. Rather than
collaborating with
recruiters, some hiring managers assume they can give the
recruiter a job requi-
sition and that two weeks later they will be presented with the
perfect candidate.
Strategic HR organizations stress the need to keep hiring
managers and other
line employees actively engaged throughout the recruiting
process. They use col-
laboration tools that give managers visibility into the types of
candidates being
sourced and selected. For example, online databases make it
easy for recruiters
to share potential candidates with hiring managers and allow
hiring managers to
make comments and suggestions to the recruiters about
candidate qualifications.
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These tools help managers compare candidates, get a sense of
the quality in the
available talent pool, and exchange thoughts and opinions with
other members
of the recruiting team. This allows managers and recruiters to
jointly deter-
mine if they should expand, reduce, or otherwise redefine the
scope of the job
or candidate search based on the talent available. Emphasis is
also placed on
using interview processes that allow multiple stakeholders to
evaluate candidates
(e.g., allowing coworkers to participate in the interview
process).
Actively involving hiring managers and other employees in the
sourcing and

selection process improves the quality of applicants and ensures
that line leader-
ship feels a sense of ownership around the final hiring decision.
Involving multi-
ple employees in the hiring process also helps with bringing
new employees into
the organization because they have already met and established
a connection
with many of their future coworkers. Of course, there is an
efficiency trade-off in
terms of the time required for more people to participate in the
hiring process.
But in general, few hiring decisions should be made by a single
person acting
without involvement from their colleagues.
4.1.5 Integrated Talent Management
Recruiting is something people often think about only when
there is a job
vacancy in their group. Hiring is thus treated as an isolated
event that lives
outside the ongoing talent management process. The most
effective strategic
HR organizations campaign against this limited view of
recruiting. They view
recruiting not just about filling positions but as a key part of a
broader set of
strategic HR processes. It is about creating talent flows within
the organization
through integrating staffing, employee development, succession
management,
and career planning. Recruiting may not be something that’s
done every day, but
it is something that needs to be kept constantly in mind,
especially during times
of large-scale company growth or change.

Two concepts are particularly important to consider when
viewing recruiting
as part of an integrated strategic HR framework:
• Balancing internal versus external hiring. Recruiting
activities that are inte-
grated into a broader strategic HR framework actively balance
the relative
merits of internal versus external hiring. Staffing is used to
support inter-
nal employee career development and succession management
and to bring
new talent into the company. Managers and recruiters discuss
whether open
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Right People 67
positions should be used to build the capabilities of existing
employees or to
bring in new skills from outside.
• Workforce planning and job design. The best time to
source talent is before
you need it. Recruiters should not passively wait for line
managers to come to
them with open requisitions and then go out looking for
candidates. Strategic
HR organizations create ongoing discussions between recruiters
and line
managers about the company’s business strategies and future
hiring needs
necessary to support them. This includes anticipating the need
to fill potential
vacancies for existing jobs and forecasting the need to staff new
types of jobs
to support ongoing business growth.
The five themes of hiring quality, sourcing quality, relationship
recruiting,
manager involvement, and integrated talent management should
be reinforced
throughout the design of recruiting processes. Keeping these
themes in mind
will decrease the risk of creating recruiting processes that may

be efficient but
provide questionable value when it comes to supporting
business execution.
4.2 CRITICAL RECRUITING DESIGN QUESTIONS
There is no one best way to do recruiting. What works
extremely well for a
regional health care organization may be disastrous for a
multinational software
company. The processes that are appropriate for hiring new
college graduates are
much different from those used to hire senior executives. But
companies that have
the most successful recruiting processes typically have one
thing in common: they
have carefully thought through the following recruitment design
questions:
1. What types of jobs are we hiring for?
2. How many people will we need to hire, and when will we
need them?
3. What sort of people do we need to hire? What attributes do
candidates
need to possess to become effective employees?
4. What roles will hiring managers, recruiters, coworkers, and
candidates
play in the hiring process?
5. How will we source candidates?

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6. How will we select candidates?
7. How will we get newly hired employees up to full
productivity?
8. How will we retain employees after they are hired?
9. How will we measure recruiting success and improve our

processes over time?
The answers to these questions will vary from organization to
organization.
But failure to adequately address any of them will almost
always result in a
flawed recruiting process.
4.2.1 What Types of Jobs Are We Hiring For?
When it comes to recruiting, not all jobs are created equal. The
methods needed
to effectively fill jobs vary widely depending on the job type.
Table 4.1 provides
a description of four broad categories of jobs and discusses how
each one influ-
ences recruiting process design:
• Pivotal jobs are positions where differences in
performance have huge
impacts on business performance. Recruiting for these jobs
places a strong
emphasis on hiring the best candidates possible.
• Critical jobs are crucial for business operations and
require specialized skills
and capabilities. Recruiting for these jobs depends heavily on
having effective
sourcing strategies.
• High-volume jobs are positions where companies hire
hundreds or even
thousands of employees a year. These positions require
automated recruiting
processes that can efficiently source and screen large numbers
of candidates
without overwhelming recruiters or hiring managers.

• Operational jobs are positions that are necessary to keep
the organization
running, but that are not particularly pivotal or critical. These
tend to be filled
intermittently and require recruiting processes that can be
quickly scaled up
or down based on current hiring needs.
Some jobs cut across several of these categories, and most large
organiza-
tions have jobs falling into all four categories. What is
important is to recognize
that the ideal recruiting process will change depending on the
type of job. Many
companies need several distinct recruiting processes to support
the variety of
jobs they must fill.
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Right People 69
Type of Job Examples Typical Emphases of
Recruiting Processes for
These Types of Jobs
Pivotal jobs, where
differences in per-
formance have a
significant impact on
company profitability
Strategic leadership
roles such as CEO or
other senior executive
Key operational roles
such as manufactur-
ing plant managers
or technical experts in
software companies
Aggressive strategies for
sourcing talent
In-depth processes for

screening and selecting
the best candidates
Leveraging internal tal-
ent through succession
management
Critical jobs, which are
necessary for maintain-
ing company opera-
tions and where there
is a significant shortage
of talent
Jobs requiring special-
ized skills such as nurses
in health care or main-
tenance specialists in
utility companies
Identifying and building
relationships with poten-
tial candidates early in
their educational career,
often years before they
are qualified to be hired
Creating strong employee
value propositions to
attract qualified candi-
dates (i.e., showing why
the company is a highly
desirable place to work)
Using career develop-
ment and training to build

internal talent pools
High-volume jobs,
where the company
hires large numbers of
employees each year
Hourly frontline retail
jobs
Entry-level college
graduate jobs such as
engineers in a large
aerospace company
Creating broad sourcing
strategies to attract large
numbers of candidates
Automated methods for
screening employees
Sophisticated selection
tools to increase the qual-
ity of those hired
Automated onboarding
processes
(Continued )
Table 4.1
Job Categories and Related Recruiting Processes

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4.2.2 How Many People Will We Need to Hire, and When
Will We Need Them?
Recruiting organizations can often be characterized by how they
engage with
line leaders. Reactive recruiting organizations can be thought of
as support
departments that respond to staffing requests from hiring
managers as quickly
as possible. Proactive recruiting organizations actively reach

out and engage with
hiring managers to forecast future job needs and ensure talent is
available when
needed. Proactive …
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 4: Right People: Designing Recruiting and Staffing
Processes 59
· Chapter 7: Creating the Right Development Experiences 249
Hunt, S.T. (2014). Common Sense Talent Management: using
strategic human resources to improve company
performance. Retrieved from Ebook Central
Articles
Chung, H., Fallick, B., & Nekarda, C. (2014, May 22). FRB:
FEDS Notes: Assessing the change in labor market
conditions (Links to an external site.).Federal Reserve Bank,
Retrieved October 12, 2015. Retrieved
from https://www.federalreserve.gov/econresdata/notes/feds-
notes/2014/assessing-the-change-in-labor-market-conditions-
20140522.html
Gould, W. I. (2010). Labor law beyond U.S. borders: does what
happens outside of America stay outside of America?Stanford
Law & Policy Review, (3), 401. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=edsgao
&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European
and Central Asian countries: minimum norms and
practices (Links to an external site.). Worldbank.org. Retrieved
October 8, 2015. From-
http://siteresources.worldbank.org/SOCIALPROTECTION/Reso
urces/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Porter, M. (2008). The five competitive forces that shape
strategy. Harvard Business Review(1), 78. Retreived from
Ashford University library.

Porter, M. (2010). Porter's Generic Strategies (Links to an
external site.). Retrieved from
http://www.quickmba.com/strategy/generic.shtml
Sollosy, M. (2013, April 1). A Contemporary examination of the
Miles and Snow strategic typology through the lenses of
Dynamic capabilities and ambidexterity (Links to an external
site.). Retrieved from
http://digitalcommons.kennesaw.edu/cgi/viewcontent.cgi?article
=1556&context=etd
Stanton, P., Young, S., Bartram, T., & Leggat, S. G. (2010).
Singing the same song: translating HRM messages across
management hierarchies in Australian hospitals. International
Journal Of Human Resource Management, 21(4), 567-581.
doi:10.1080/09585191003612075. Retrieved from Ashford
University Library
Multimedia
Academ Lib. (2015). Miles and Snow's Typology of Defender,
Prospector, Analyzer, and Reactor (Links to an external
site.)[Video file]. Retrieved from
https://www.youtube.com/watch?v=QdjYoSq_R3g
Education Unlocked. (2013). Porter's Generic Strategies (Links
to an external site.) [Video file]. Retrieved from
https://www.youtube.com/watch?v=9wXVnBrpZ-U
Websites
Human resource management good practices (Links to an
external site.). (n.d.).Civil Service Bureau. Retrieved October 8,
2015. Retrieved from http://www.csb.gov.hk/hkgcsb/hrm/e-
good-practices/e-gp.htm
Shpak, S. (n.d.). What Is Marginal Utility Analysis? (Links to
an external site.) Retrieved October 12, 2015. Retrieved from
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Supplemental Material
Zaur, J., & Simmons, J. (2014). A tale of five classrooms (Links
to an external site.) [Interactive module]. Ashford University,
College of Education, San Diego, CA.

Discussion 1
Aligning Staffing Systems with Organizational Strategy
First, consider your firm’s orientation in regards to the Miles
and Snows framework. How will the firm retrain, hire staff, or
outsource to meet future demand? How might the processes be
improved considering the strategic orientation? Present your
findings in 200 words or more in your discussion post. Use at
least one scholarly source in your reply in addition to the article
and video provided.
Discussion 2
Kirkpatrick's Training Model
Donald Kirkpatrick's Four level Evaluation Model, devised in
the 1970s and a standard tool in training circles Evaluate the
value and limitations of the model in practice. Find an article or
webpage that offers updated information on Kirkpatrick’s
model. Discuss the changes in the model since 1970. Are the
improvements significant? Why or Why not? How would
application of such a model improve training in your

organization? What ways could you evaluate results if you were
devising a training program? (Please remember that this
question should be related to the company you are writing your
Capstone project about.) Present your views in 200 words or
more in your discussion post. Use at least one scholarly source
in your reply in addition to the article in addition to the
Kirkpatrick article.
Discussion 3
Development Methods
Using table 7.1 on pages 253 and 254 of your textbook, discuss
the development methods that would add value to your Capstone
organization. Which methods does your organization currently
utilize? How could these methods be improved? Which methods
should your organization use and why? Present your views in
200 words or more in your discussion post. Use at least one
scholarly source to support your ideas.
Week 3 - Assignment
Mark as done
Technology and Training Systems
Write a 1000-1200-word paper:
· Describe the results of your assessment of the technology
requirements relevant to employee productivity, staffing
systems, career development systems, and training systems
deployed by the organization to manage and increase
competency and productivity of employees.
· Propose suggestions for improving the technology
requirements relevant to employee productivity, staffing
systems, career development systems, and training systems
deployed by the organization to manage and increase
competency and productivity of employees.
In addition to the requirements above, your paper:
· Must be double-spaced and 12 point font
· Must be formatted according to APA style
· Must include an introductory paragraph with a thesis statement
· Must conclude with a restatement of the thesis and a

conclusion paragraph
· Must reference two scholarly resources
· Must include a reference page written in APA format.
Carefully review the Grading Rubric (Links to an external
site.) for the criteria that will be used to evaluate your
assignment.

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